Vlerick reflect 17

DRIEMAANDELIJKS TIJDSCHRIFT | FEBRUARY - MARCH - APRIL 2013 | NUMMER 17 | V.U. HILDE VAN LYSEBETH | VLERICK BUSINESS SCHOOL | REEP 1 | 9000 GENT | AFGIFTEKANTOOR BRUSSEL X | P108002

ISSUE 17 FEBRUARY 2013

VLERICK DEGREE PROGRAMMES

HIRE FOR ATTITUDE, TRAIN FOR SKILL

CONTENTS

4 6

SCHOOL NEWS

8 10 18 20 30

FACTS & FIGURES

DEGREE PROGRAMMES ADAPTING TO SHIFTING MARKET DEMANDS MASTERS STORIES STUDENT EVENTS MBA STORIES WE’RE HERE FOR YOU, ALL THE WAY

6 HIRE FOR ATTITUDE, TRAIN FOR SKILL “WHAT CAN BE TAUGHT AND WHAT’S A GIVEN? IT’S AN OLD QUESTION, BUT IT’S NOW MORE TOPICAL THAN EVER. THAT’S WHY WE PUT EVEN MORE FOCUS ON SELF-MANAGEMENT AND COACHING.”

14 MASTERS OF BUILDINGS IN STEEL When Guy Somers founded Frisomat in 1978, he couldn’t imagine that 25 years later his son Benoît would take over the mantle and set up an operation in Brazil. We cannot but applaud their entrepreneurial spirit. “Vlerick taught us not just about strategy and numbers, but also about psychology and working with people.”

Professor Dirk Buyens

THESE AND MORE STORIES ON YOUR TABLET Curious to read about Marc Michils, who now heads the Flemish Cancer League? Or browse through the breathtaking pictures of an alumni couple on their “honey year” around the world?

Get all the stories in this magazine, plus lots of extra articles, images and video, all at your fingertips in the mobile tablet version of Vlerick reflect magazine.

Free download at

This magazine is printed on FSC-certified paper using vegetable-based ink.

Vlerick reflect - February 2013, n° 17 - Quarterly magazine of Vlerick Business School - Editor Hilde Van Lysebeth - Vlerick Business School - Stichting van Openbaar Nut - Reep 1, 9000 Gent - Tel. +32 9 210 97 11, fax +32 9 210 97 00 - reflect@vlerick.com – www.vlerick.com / Editorial coordinator Patricia Rousseau / Editorial Board Hilde Van Lysebeth, Patricia Rousseau and Sabine Rosseel / Contributors Moira Bluer, Saskia Broeckx, Tori Kelly, Sabine Rosseel and Gavin Watt / Publishing Decom nv - ‘t Hofveld 6C4, 1702 Groot-Bijgaarden - www.decom.be / Photography Benny De Grove, Pablo Tys, Corbis Images, Shutterstock.

2 / FEBRUARY 2013 / VLERICK REFLECT

WORD FROM THE DEAN

26

Dear reader,

GIVING SOMETHING BACK – SOAP CYCLING Pneumonia and diarrhoeal diseases are responsible for one-third of the mortality rate in children under five.

Yet these deaths are relatively easy to prevent or reduce if people wash their hands with soap. In Asia alone, hotels throw away millions of bars of soap every day. Why not recycle them?

First of all, I’d like to wish you all a happy Chinese New Year 2013. May it bring the end of the recession, structural change in our economy rather than just a tinkering in the margins, and the realisation that we need a stronger not a weaker Europe.

For Vlerick Business School, 2013 is the year in which a number of the investments we’ve made should come to fruition. The Brussels campus is now roofed over and work is nearing completion. Our new “Vlerick Leuven Gent” PhD programme has had its first intake. Our academic research funding contract with the Flemish Government has been renewed by Minister of Innovation Ingrid Lieten for another six years. Our Executive Education team has been reorganised to design and deliver truly customised programmes that support your strategy execution and bring a return on your investment. Our sector-based initiatives in financial services, energy, healthcare, and life sciences and retailing are being put in place with new Vlerick Partners, new sector-based programmes and a highly relevant research agenda. As they once did with the Ghent campus, our alumni are now striving to help finance the construction of the new Brussels campus. And all of our Belgian degree programmes are being thoroughly revamped for the September intake, based on extensive benchmarking and client feedback. Three concepts stand out in this process: personal development, action-based learning, and choice.

From helping young Masters students with their personal learning goals to providing placement advice for full-time MBA students and offering career coaching for Executive MBA participants, our programmes are as much about developing the individual as about developing the manager.

20 BEYONDERSHIP AWARD We aim to develop leaders who go beyond the norm and we provide you with the tools to do just that.

The three nominees for the 2012 Beyondership award comment on their projects and share their views on leadership.

This is the last Vlerick reflect in paper format. Instead of publishing a quarterly magazine, we’ll now bring you information and articles on a more regular basis and in a more interactive manner using new technologies (webcasts, e-newsletters and social media).

Action-based learning is a new concept to many schools; even Harvard Business School has made its new in-company field project the centrepiece of a recent curriculum reform. At Vlerick we were, like Molière’s Mr Jourdain, speaking prose without knowing it: all our degree students have been doing substantial company projects since the very beginning. For full-time MBA students, we added a second “Vlerick Giving Back” project two years ago; for our Masters students, we’re now adding a “Deep Dive Challenge”, which involves company managers bringing a reallife case into the classroom for the students to work on.

Vlerick programmes have traditionally focused on General Management. General Management can be quite sector-specific, though, and different students may have different needs when it comes to expanding their knowledge. Henceforth, our Masters students will be able to build some depth and focus into their programme through a selection of “Boot Camps” offering various specialised topics. And all our full-time and part-time MBA students will be able to choose from a smorgasbord of courses during elective weeks at our new Brussels campus. Whilst continuing to pursue a generalist programme, students will thus be able to hone in on the topics and knowledge most relevant to themselves and their field of interest.

In this issue, you can read not only about our programmes, but also about the fascinating variety of careers and contributions of our alumni, and how their time at Vlerick enabled them to pursue their dream. For the alumni among you, it may give you a feel for how we’ve changed, and yet stayed the same since your time with us.

Philippe Haspeslagh, Dean, Vlerick Business School

VLERICK REFLECT / FEBRUARY 2013 / 3

ON THE MOVE WITH E-BOOKS

With staff and students coming from across the globe, working in a wide variety of fields and commuting left, right and centre, there’s quite a demand placed on the Vlerick library in Ghent. It already has more than 13,000 books in its collection and over 30,000 online and printed journals, but the library wanted to meet the needs of more people and provide a more comprehensive service to all students and staff – wherever they are. E-books provide the obvious answer to a logistical problem and since October 2012 the library has been working with the EBSCO Business Source Complete platform.

Although paper books still form the main bulk of the library, the e-book collection is growing steadily, with around 25 being added each month. What’s more, the EBSCO platform also offers access to the Gutenberg project, a collection of over 40,000 e-books available in a variety of formats.

SEARCH AND CONSULT The main advantage of e-books is obviously their online availability. Being able to access a book regardless of time or place can make studying much easier to plan. For researchers, the integrated search function can prove particularly useful. It means you can find specific information without having to read every page, saving considerable time if you’re looking for a particular quote or formula.

CONSULT OR BORROW Another advantage of the e-library is you can simply read the publication online and close it when you’ve finished or need to do something else. Rather like consulting a book at the library and putting it back on the shelf when you’re done – except now you’re in the comfort of your own home, on the train, at work, or in your hotel room. You can simply pick up where you left off next time you visit and it means the book is still available to others.

For additional flexibility, however, you can of course download, or borrow, an e-book, giving you three days’ unlimited access. This is ideal when you need to read or refer to a particular book but can’t be sure you’ll have internet connection.

EASY TO ACCESS You can access the books simply by creating an EBSCO account. Make sure you’ve got the Adobe Digital Edition software installed on your mobile device or computer. www.vlerick.com/library (Business Source Complete EBSCO)

4 / FEBRUARY 2013 / VLERICK REFLECT

USE THE ONLINE E-BOOKS TO CONFIRM A HUNCH IN STUDY GROUP DISCUSSIONS. JUST A FEW CLICKS AND YOU’VE GOT YOUR ANSWER!

School news

“A logistical advantage” Marc Eyckmans (Executive MBA) “I find it as easy to read a book on my iPad as on paper, and with just a few clicks you have a choice of books available. I was initially slightly sceptical about e-books; I liked the concept but it seemed absurd that they cost almost the same as the paper versions, so having e-books on loan is a great alternative. And there’s a logistical advantage, of course. In my MEMBA programme, we have courses every three weekends, so returning paper library books has always meant careful planning. With the e-library, the books simply expire automatically after three days. You don’t have to do a thing, so it’s one less worry.”

“ I couldn’t live without an e-book on the plane” Wim De Coen (Executive MBA) “The e-books service was a gift from heaven for me. As a frequent traveller – I commute weekly to Finland where I work in the European Chemicals Agency – I prefer to travel light and I couldn’t live without an e-book on the plane. I like to consult a variety of books and I’ve already downloaded books related to finance, entrepreneurship and my in-company projects.

Although the three-day lending period may not seem a lot at first, you easily adjust to it – and you can renew if need be.”

Flemish support: six more years

Together with Flemish Minister of Innovation Ingrid Lieten, we’ve signed a new agreement that supports our research for the next six years, research that is very much in line with the Flemish innovation policy for dealing with social challenges. The agreement will help us to achieve four specific research objectives. The first is to significantly increase the number of top international academic publications. Professor Filip Roodhooft, Research Dean, explains: “The agreement means we can further focus on research that is not just relevant to society and the business world, but that also has a strong methodological basis and is therefore of a sufficiently high quality to be eligible for publication in top international, academic journals.” We also want to further highlight the importance of doctoral research and strive towards greater international mobility and more intensive collaboration. Last but not least, the agreement opens doors to more successful applications to international funding bodies.

Filip Roodhooft +32 16 24 88 36 filip.roodhooft@vlerick.com

Open to suggestions The e-library covers a broad range of business and economics subjects. The librarians take into consideration book lists and requests from professors for a particular book whenever possible and are always open to suggestions. library@vlerick.com

VLERICK REFLECT / FEBRUARY 2013 / 5

6 TRENDS

8 FACTS & FIGURES

10 MASTERS STORIES

DEGREE PROGRAMMES ADAPTING TO SHIFTING MARKET DEMANDS

HIRE FOR ATTITUDE, TRAIN FOR SKILL Society is changing, and with it people’s and companies’ values, practices and expectations. The business world is moving and so is the job market. Our programmes prepare you for the future by responding to or even anticipating changes and trends.

But what are these? We asked two recruiters to share their views.

“AS RECRUITERS WE’RE INCREASINGLY BECOMING STRATEGIC PARTNERS TO OUR CLIENTS, WHILE CANDIDATES TURN TO US FOR COMPLETE CAREER COACHING” Charlotte Sabbe, Team leader Recruitment & Selection at Hudson What has driven this change? “The right talent is scarce,” Charlotte explains.

“If you can’t line up five candidates with not only the right degree, but the right experience, background and technical knowledge as well, then you have no choice but to start considering other criteria. Such as what makes someone tick, their values and attitudes or whether they’d fit in with the corporate culture. Technical skills can be taught, but values and behaviour are hard to change. Organisations shouldn’t seek to change those anyway. But cultural fit is important, so it’s our job to try and find that fit.”

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20 MBA stories

30 We’re here for you, all the way

While Hudson still gets the occasional ad hoc request to just fill a vacancy based on a profile description, the majority of its clients feel it’s important to work with their recruiters as partners. “So we sit down with them from time to time to think about their vision, their strategic plans and how their organisation will change as a result. When we propose a candidate, not only do we look at how he or she would fit in right now, we also give an indication of their possible future role.”

Candidates, in turn, have come to see recruiters as career coaches.

“The younger generation is quite assertive and discerning. They want our advice on anything from salaries to whether they’d fit into a certain company. For candidates in their thirties and forties who’re at a crossroads in their careers, and increasingly for older candidates too, we’re a sounding board as well as a coach.

“All this means that the profile of recruiters is changing as well.

Maturity, business savvy and sector knowledge have become essential.”

“ You no longer work at the office from nine to five, but wherever and whenever suits you best – providing you deliver the agreed results” Bert Verhaert, Head of Recruitment and Administration at KBC This new way of working is not without consequences, as Bert explains: “To enable flexible and remote working, easy and efficient communication is vital.

Employers need to provide the necessary infrastructure.”

It can be quite challenging for managers as well. “They need to get used to not seeing their team members all the time.

They have to learn to empower their teams, focusing on the ultimate quality of the results.

For employees, greater autonomy and flexibility means more accountability. They’re expected to take responsibility for what they do and can no longer hide behind the team.”

DOSSIER

Self-management and coaching Professor Dirk Buyens, Academic Dean: “Bert touches on an important point. The new way of working calls for a different style of management. In our programmes we try to convince people to move from input to output management, rewarding the results rather than the hours of work put in. Quite a few managers find it difficult to trust that their staff are working when they can’t see them. We help our students to get rid of the illusion that when people are in the same building or sitting at their computers, they’re actually working. We teach them how to trust their staff.”

“Our Masters students are Generation Y, so I can certainly relate to Bert’s comments,” adds Professor Marion De Bruyne, Masters Programme Director. “Flexibility is important to them and they’ve really bought into this new way of working. They want a healthy work-life balance and a job where they feel they can learn and in which they’re coached. And as Charlotte says, they’re looking for a company where they’d really fit in.

“In our Masters programmes, we therefore emphasise personal development. Our students all undertake a self-assessment of their competencies and skills and create a personal development plan. They also receive coaching with feedback from both faculty and their peers.

All this will eventually help them choose the job that’s right for them.”

“What Marion says also ties in nicely with one of Charlotte’s observations, which I’d summarise as ‘hire for attitude, train for skill’. It’s an old question – what can be taught and what’s a given – but it’s more topical than ever,” says Dirk. “Increasingly, managers are also asking this question about themselves. That’s why in reviewing our programme portfolio we’ve upped the focus on self-management and coaching for our MBA students as well. We hold up a mirror to help them understand their own behaviour and become effective managers and leaders.”

Bert believes this trend is largely being driven by Generation Y. “These digital natives know the technology exists to enable flexible working, which is why they’ve come to expect it. Also, modernday family structures – single-parent or blended families – require more organisation. And with traffic getting worse, why not avoid unnecessary long commutes if you can?”

Flexible working can be a win-win for both employees and employers. A better work-life balance means happier employees and happier employees tend to perform better. KBC has embraced this new way of working, which ties in seamlessly with its recruitment campaign 9 to life. “The tagline is a pun referring to our ambition to provide you with much more than a nine-to-five job. And judging by our employees’ feedback, we’ve managed to do that.”

Dirk Buyens +32 9 210 97 22 dirk.buyens@vlerick.com

Marion Debruyne +32 210 92 27 marion.debruyne@vlerick.com

VLERICK REFLECT / FEBRUARY 2013 / 7

6 TRENDS

8 FACTS & FIGURES

10 MASTERS STORIES

FACTS & FIGURES ON INTERNATIONAL DEGREE STUDENTS IN BELGIUM

FROM ALL OVER THE GLOBE Our campuses are home to students from many different countries around the world.

Almost 30% of our degree students in Belgium come from abroad. Here’s how our degree programmes compare.

9.4%

NUMBER OF STUDENTS

311 127

Belgian Non-Belgian

71% 29%

64.2% 35.8%

NON-BELGIAN STUDENTS where do they come from?

EXECUTIVE MBA LEUVEN

FULL-TIME MBA

Europe

45.7%

North-America

9.4%

South-America

10.2%

Africa

4.7%

Asia

29.1%

Oceania

0.8%

MASTERS IN GENERAL MANAGEMENT

MASTERS IN MARKETING MANAGEMENT

MASTERS IN FINANCIAL MANAGEMENT

48.9%

87.9%

8.9%

24%

20.4%

NON-BELGIAN

NON-BELGIAN

NON-BELGIAN

NON-BELGIAN

NON-BELGIAN

77.8 %

62.1 %

56.1 %

37.9 %

71.4 %

22.2 %

37.9 %

43.9 %

62.1 %

28.6 %

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20 MBA STORIES

30 WE’RE HERE FOR YOU, ALL THE WAY

DOSSIER

The

WORLD of

VLERICK

29.1% 45.7%

4.7%

0.8%

10.2%

And here’s our TOP 3 !

RUSSIA 14 students INDIA

USA

11 students

9 students

TOTAL NUMBER OF FOREIGN COUNTRIES REPRESENTED

VLERICK REFLECT / FEBRUARY 2013 / 9

6 TRENDS

8 FACTS & FIGURES

10 MASTERS STORIES

Peter (KBC Securities) about “his” students Junior, Tom and Therese: “They each had their specific role.”

A MULTI-TALENTED TEAM WORKS WONDERS AT KBC Bolero is the name of KBC Securities’ online trading platform for retail investors, and for several years it’s been the best kept secret. The division, under head of retail, Peter Van Heeke, saw there was considerable potential, and asked our help in examining the problem from a neutral perspective.

THE PROJECT It was a very open brief, but the essence was to see what could be done to make Bolero more visible. The title of the project says it all: “A strategic marketing and positioning plan for an online broker”. Peter Van Heeke explains: “Originally we imagined we’d be getting a team from the Marketing faculty but, as it turned out, what we got was just what we needed. Up until recently, KBC Securities was a separate division within the Group, and as such hadn’t received the investment of time (or money) that it might have. This exercise was a chance to start afresh, and see just what could be done in the future.”

OPEN-DOOR POLICY The student team confirms that it was both a challenging and a rewarding project to work on. Therese: “We got to see just how things work in a big company. It was virtually a full-time assignment for two months, and a lot

10 / FEBRUARY 2013 / VLERICK REFLECT

of that time was spent in the KBC Securities offices. We were given full access to everyone we wanted to speak to, from every level in the company. It was most gratifying to see just how much respect the organisation had for our opinions. They took us seriously. We really felt like esteemed consultants, which was particularly motivating.”

THE RESULT “The team worked very well together,” says Peter. “They each had their specific role: Therese managed the tasks, Junior crunched the numbers, and Tom read and wrote.

There’s no doubt they did a good job, and they certainly deserved the KPMG award for best financial project of their year. And from the business standpoint, their report has had a significant impact too. KBC Securities won’t look like it does today and there will definitely be major developments in the bank’s online proposition.”

20 MBA stories

30 We’re here for you, all the way

DOSSIER

Masters@Vlerick An in-company project like this one at KBC Securities is just one of the ways in which we integrate the real business world into our Masters programme.

• To start with, there’s the Deep Dive Challenge, where students tackle an actual business case and report their findings and recommendations to the company in question.

•W e have interactive case-based teaching and business games.

• At the end of the programme, our students choose one of ten boot camps, which are organised around themes that tie in with typical starter jobs for Masters graduates. www.vlerick.com > Programmes

The team The three students who undertook the analysis came from mixed backgrounds, doing Masters in both Finance and General Management, and this in fact added considerable value to the project.

Therese Persson comes from Sweden, where she studied for a Business Administration degree in Lund. Now working as a senior analyst at IMS Health, she’d previously worked as a controller in the public sector there.

Tom Dhaene graduated with a Masters in International Business Law, studying in both Japan (Kyushu University) and New York (NY University School of Law), and now works as an analyst at PriceWaterhouseCooper.

Junior Cuigniez did a degree in Business Economics at Ghent University, and majored in finance. He’s always been passionate about stock exchanges, so it’s no surprise he’s ended up at Petercam.

VLERICK REFLECT / FEBRUARY 2013 / 11

6 TRENDS

8 FACTS & FIGURES

10 MASTERS STORIES

YOUBRIDGE.ORG

BRIDGING THE In the beginning, YouBridge was all about bridging the digital divide by providing computers and access to the internet in educational institutions in less developed countries. But the project has evolved and is now all about making a difference in someone’s life with the aim of helping them make a change for the better in other people’s lives.

From left to right: Michel De Wachter, Kande Kazadi, Jonas De Cooman, Pieter Dewinter and Elise Eeckhout. Lying in front: Barbara Van Speybroeck.

Masters@Vlerick Jonas De Cooman, one of the founders and a former Masters of General Management student, originally studied bio-engineering.

He came to us to broaden his horizons after his engineering degree. Following a short stint of marketing training at Unilever, he now works as a senior brand manager at CocaCola but still felt there was a dimension of life that wasn’t being fulfilled. “My dream was to realise a project that enables you to make a difference in a contemporary and interactive way. YouBridge allows you to see what and to whom you give and to get direct feedback about your donation. In that sense, YouBridge is unique in the world.”

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20 MBA STORIES

30 WE’RE HERE FOR YOU, ALL THE WAY

DOSSIER

DIGITAL DIVIDE Set up originally by three former Vlerick students, Jonas De Cooman, Pieter Dewinter and Barbara Van Speybroeck, and more recently aided by four of their friends (Kande Kazadi, Elise Eeckhout, Michel De Wachter and Jef Leysen), YouBridge was conceived in 2008, and became an official non-profit organisation in October 2009. The team realised that if it was going to be there for the long term, then it needed solid foundations, good financial planning and a strong board to provide practical advice. A lot of time and energy therefore went into writing the business case, and finding the appropriate team and funds on which to build the platform for future success.

HERMAN VAN ROMPUY The concept needs people, both in Belgium and elsewhere, to give money – donations can be made from as little as 5 euros – for the purchase of new laptops for students in developing countries. The organisation has been pretty successful in this, and to date some 545 laptops have been provided, 11 projects have been created, and the community counts 1,424 members. In March 2010, the President of the European Council, Herman Van Rompuy, and his wife Geertrui Windels, who later agreed to become a board member, presented the first laptop to Racheal, a student at the International Health Science University (IHSU) in Uganda.

MORE THAN JUST GIVING MONEY The idea is to let both the donor and the student stay in touch, and give more than just money. There’s a possibility to have a real exchange – small or big – and so change lives one conversation at a time. The aim is to enrich and educate, on either professional subjects or anything else that might help make their local dream come true. The ultimate goal is that some of the students will go on to create projects that make a real difference close to home.

There are now 11 projects in a range of countries, including Uganda, Thailand and Nepal. And many conversations and exchanges have been started.

REAL CHANGE IN THE LIVES OF THOSE LESS FORTUNATE A few stories from Africa illustrate the richness of the concept.

A network of toilets and washrooms in Kampala Francis Ojok received his laptop from YouBridge just over two years ago. There followed many conversations about his life both at home and at university, and it was these that convinced him that he could do something about the lack of hygiene and toilet facilities in his local community. So after graduation, and with the help and encouragement of his contacts at YouBridge, he built a network of toilets and washrooms in Kampala.

Orphanage in Lusaka Liliane Nwiza, also from IHSU in Uganda, received her laptop two years ago, and apart from the fact that it is helping her in her studies, she too has been able to realise her dream. Her idea was to establish her own orphanage and, with the help of Professor Hans Crijns, a YouBridge supporter, she has achieved this aim. As head of the Centre for Entrepreneurship, he has helped her secure seed capital, and she now cares for 10 orphans in a house in Lusaka.

Facebook for change makers There are clearly plenty of ideas still in the mix, as the team gears up for the future. A new website is under development that will let individuals pick the aspect of the project that is closest to their heart and ideals. There’ll be YouConnect – you can be connected and follow the project of your choice; there’ll be YouShare – it’s here where you’ll be able to interact, share knowledge and stories; and finally there’ll be YouBridge – where you’ll be able to use each other’s skills and talent to make things change for the students. www.youbridge.org

AIDS centre in Rwanda Jared Mokaya is a doctor based in Rwanda.

His laptop was put to good use and while it certainly helped him graduate, it also gave him access to many contacts – particularly doctors in other parts of the world. For example, he was able to access the latest and most up-to-date medical information, superseding some of the older textbooks that his university was still using to teach.

His dream was to create an AIDS centre that offered both treatment and education about the disease. YouBridge has given him the contacts and the courage to make his project a reality.

VLERICK REFLECT / FEBRUARY 2013 / 13

6 TRENDS

8 FACTS & FIGURES

10 MASTERS STORIES

FRISOMAT

MASTERS OF BUILDINGS IN STEEL

Father Guy and son Benoît: “Each of our buildings is tailor-made, but designs are processed automatically and orders are dispatched within just three weeks” 14 / FEBRUARY 2013 / VLERICK REFLECT

20 MBA STORIES

30 WE’RE HERE FOR YOU, ALL THE WAY

It was a pleasure to meet two of our graduates – father and son – in the offices of their family-owned firm, Frisomat. Founded in 1978 by Guy Somers (PUB1, 1971), the company not only continues to grow but is thriving, with exports all over Europe and Africa.

Guy’s son Benoît (PUB, 1997) is assuming the mantle, and is currently opening an operation in Brazil. It’s a good story, and one well worth telling.

“I still remember being taught by André Vlerick, the founding professor of Vlerick Business School and in 1972/3 the Belgian finance minister,” Guy begins. “Even in those early days he particularly encouraged entrepreneurship and leadership, and he urged his students to expand their horizons abroad.” After graduating, Guy worked for a printing company and then as a product manager at Unilever, before starting his own company, Frisomat, in 1978. “We began by selling original Romney buildings – those prefabricated semi-circular storage units left over from the war. We erected more than 12,000 of those prefabs before the authorities decided enough was enough.”

NEW CONCEPT Convinced of the huge advantages of prefab, Guy developed a new construction concept: a “storage shed” made of cold-rolled galvanised steel. Success followed again, with sales abroad becoming the major focus for the future. His brother soon joined the business, leading the export drive.

CLIMATE CHANGES “One particular feature of our type of construction”, Benoît remarks, “is that the most appropriate external design and shape is a technical matter that changes, depending on three important climate factors: how much snow and how much wind is allowed by local regulations, and whether or not there is seismic activity. We’ve put up buildings in all sorts of places around the world, and this experience has shown us just how important these regulations are. Africa isn’t Portugal, and Brazil isn’t Belgium, and even within the same country you usually have different wind and snow regions.”

Each building is therefore tailor-made.

Designs are processed automatically and orders are dispatched within just three weeks. Benoît: “When the kit arrives on the construction site, the buildings are easily assembled as if they were a giant Meccano kit – and without using a specialist building team.”

BRAZIL, THE NEXT FRONTIER Benoît studied law at KU Leuven. After his Masters at Vlerick, he went to work for Katoen Natie, the Belgian logistics company,

Masters@Vlerick The Masters in General Management programme – our oldest and most recognised Masters programme – gives you the solid grounding you need in all core management fields to maximise your career opportunities. Both father and son Somers agree on that: “Much of what we learned has been useful in setting up our business from scratch. Vlerick taught us not just about strategy and numbers, but also about the psychology of working with people, and getting the best out of them.”

DOSSIER

Some Frisomat figures To date, more than 20,000 lightweight steel buildings have been erected around the world via Frisomat affiliates in 16 countries. A new building covering more than 600 m2 can be packed into just one 40-foot container. with 1,200 employees in Brazil. “I was lucky to have been in the right place at the right time. Fernand Huts, CEO of Katoen Natie, asked me at an informal dinner in Argentina if I’d like to join a new company they were taking over in Brazil – the dream opportunity for me as a 24-year-old graduate! I told him on the spot that I’d do it and three weeks later I arrived in Brazil, where I would work for this www.frisomat.com affiliate company for 11 years, first in Salvador (in the north-east of the country) and then in Campinas (near São Paulo).”

Benoît was the commercial director for three years before becoming CEO. In September 2010, he launched Frisomat do Brasil. “It was a big decision,” he recalls, “but one I certainly don’t regret. We already had manufacturing facilities in Belgium and Romania, but because of the high import taxes we decided to set up a third site in Brazil. Besides, Brazil was too far away to get units from Europe delivered rapidly, which is a major part of our unique offer.” It took a while to establish a reputation, selling without local references and introducing their innovative and unknown concept. “To date, though,” he proudly adds, “we’ve built 36 units and have recently received our largest order ever. Oddly enough, it’s for delivery to Congo-Brazzaville.”

1 The former PUB (Postuniversitair Programma voorbereidend tot Bedrijfsbeheer) is now called MGM (Masters in General Management).

www.vlerick.com > Programmes

VLERICK REFLECT / FEBRUARY 2013 / 15

6 Trends

8 Facts

& figures

10 Masters stories

Three alumni working for Google in Dublin

“ Work hard, play Kathrin Buschmann, Jean-Christophe Mignon and Wim Wauters are three Masters alumni who have been recruited by Google. How did they get the job in the first place? What’s it like to work and live in Dublin, where Google recently moved its brand-new offices? And looking ahead, what are their hopes and aspirations for the future?

As you might expect, this video interview was organised using Google Hangout rather than Skype. It’s easy to use, which makes for an easy conversation with our three alumni.

Similar to Vlerick They start off by pointing out how working at Google is very similar to studying at Vlerick. As Jean-Christophe says: “There’s lots going on and plenty of working in groups. Of course, everyone is bright and busy, but most of the development work is done in teams. And just as you’d hear from almost any Vlerick graduate, a lot of what you learn comes from your teammates. In fact, the work itself is interesting and doesn’t feel like work!”

Each of them is working on and for their home market: Kathrin helps ad agencies in Germany do a better job of delivering high-quality online campaigns through Google, while Jean-Christophe and Wim are business acquisition managers in Belgium, also helping companies with their online strategy. Dublin is where some of the account management staff are based, and this just confirms another aspect of life that is similar to Vlerick: the vast range of nationalities and the number of languages spoken in the office on a regular basis – 46 different ones at the last count.

Masters@Vlerick Action learning, or practiceoriented learning, has always been part of our DNA. But bridging the gap between university and the real world also means getting to know yourself, taking time to reflect on what kind of job you want, or what type of company you’d like to work for, taking into account your personality and ambitions. We offer Masters in General Management, Marketing Management and Financial Management. www.vlerick.com > Programmes

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Getting that Google job The interview process at Google – just like the people they’re aiming to hire – is pretty unique, and prospective colleagues’ opinions seem to count for as much as anyone’s. “It’s very multicultural, and everyone – just like at Vlerick – works hard and plays harder.”

It was Kathrin who was first in at Google: “I was fortunate to be selected for a follow-up interview, as I simply submitted my CV via the website. However, before I was finally accepted, I went through a fair number of telephone and on-site interviews.” For Jean-Christophe and Wim, the only difference was that their CV was referred by a fellow Googler, but they too went through the same lengthy interview process. Wim confirms this: “It’s more of a conversation about the ‘whole me’ and not just about academic excellence. Both work and non-work experience count, as well as how we perform in a group.

They were particularly interested in what we’d done in terms of hobbies and extracurricular activities.”

The future’s bright Travel and working abroad is the common future denominator for each of our Googlers. While currently they’re very happy with their lot, any opportunity to move to another country or another continent would be welcome. Each of them has their own plan, but as with any personal plan, it can change. They’re trained to be flexible – so whatever happens, they’ll take it in their stride.

Wim: “I’d like to work for Google elsewhere and, preferably in a different continent, before returning to Belgium.” “I’m particularly inspired by Asia,” Jean-Christophe reveals. “It’s my favourite travel destination – it’s not expensive, you eat well and it’s lovely and warm.”

Kathrin nods: “You can see how the economy is booming there. Ever since I can remember, I’ve wanted to work abroad and I probably won’t go back to Germany any time soon. I love my home country, its economy is doing well and it’s probably a nice place to grow old, but I’m not ready for that right now.”

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DOSSIER

HARDER”

Wim (standing), Jean-Christophe and Kathrin, in front of a big-screen Google street view of their former campus (Ghent): “Similar to Vlerick is the vast range of nationalities and the number of languages spoken in the office on a regular basis – 46 different ones at the last count.”

BRIEF CVS

Kathrin Buschmann, German » Education Bachelors degree in Business and Tourism (Cologne) Masters in Marketing (M3) at Vlerick, graduated in 2011 » Work experience Henkel (internship – Brussels) HRS Hotel Reservation Service (Cologne) BASF Nutrition (New York) Google (Dublin, since August 2011)

Jean-Christophe Mignon, Belgian » Education Masters in Commercial Science (EHSAL) Masters in Marketing (M3) at Vlerick, graduated in 2011 » Work experience Kraft (trainee – Brussels) Google (Dublin, since January 2012)

Wim Wauters, Belgian » Education Masters in Applied Economics (KU Leuven) Masters in Marketing (M3) at Vlerick, graduated in 2012 » Work experience Google (Dublin, since September 2012)

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Highlights INTERCULTURAL EVENT

TASTE MY WORLD Every year we’re proud to welcome an ever-increasing number of nationalities to our School. So it’s no surprise that our students organised another Intercultural Event for both MBA and MGM students in mid-November. Thirteen stands put on a spread of traditional food and beverages.

This year, the event was coordinated by Caitrin Reed, Robert-Cristian Tudor, Hunter Tanous and Manuj Khanna.

Caitrin: “Our names may be on the door as the ‘organisers’ but in truth every one of the students helped out on the night.

We actually have 29 different nationalities in our class of 65 MBA students. Apart from lots of interesting food, we had dancing demonstrations. It’s a great way to break the ice, especially as we organise it so early in the academic year. We received such positive feedback from so many people that we ended up with surplus revenue. So the plan is to do another event in February. The same, but different.”

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REMEMBER, REMEMBER THE MONTH OF MOVEMBER Each year, during the month of November, the Movember movement inspires men across the world to grow a moustache with the aim of raising funds and awareness for men’s health issues, in particular prostate cancer. In 2011, MBA students Erik Dobrovolsky and Pieter Vanderbeeken introduced this initiative amongst their fellow students.

Pieter: “We had a number of Canadians in class – the movement is quite big over there – so we decided to do something in Belgium. I’m an amateur photographer so we thought it would be a good idea to take pictures of everyone before, during and with their full-grown moustache!

We posted them online, and they went viral. At a shaving-off event, which got quite a bit of media coverage, we awarded prizes for the most ugly, most beautiful and most sexy moustaches. We raised € 5,000 – the best in Belgium. Movember even asked me to work for them on a part-time basis, but by then I was looking to start my own venture as a social entrepreneur.”

This year the Movember initiative was coordinated

by Ksitish Balhotra.

http://be.movember.com

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DOSSIER

Highlights

MGM organises Parents Day

MGM stirs debate on Generation Y

We are family

Future Scope 2013

Our Masters in General Management programme in Ghent has a three-strong cultural team: Najwa Abid, Warren Tanghe and Stefan Van Laethem. Together with praeses Thomas Stevens, they decided to organise a friends and family day at the end of 2012.

Initiated by MGM students, the annual Future Scope event stirs the debate on a hot topic.

The event has already become a fixture in the School’s calendar, and just gets bigger and better every year. This year’s theme will be all about Generation Y: “Why are we the future?”

Najwa explains the germ of the idea: “School is a pretty fullon activity, and we know it makes heavy demands on both time and money – not only for the students, but for their families as well. That’s why we invited our relatives to the School, so they could see for themselves just what and where ‘their’ friend or family member was learning.”

On Friday 7 December more than 100 guests visited the School. Professor Miguel Meuleman, who heads the MGM programme, gave a welcome speech. The evening, which began as a rather formal event in the classroom but ended with a drink in the bar, was most successful and thoroughly appreciated by all. Many students in the class helped make it happen, but a special mention goes to Alexander Vandenberghe and Margaux Maeterlinck, who sorted out the sponsorship by Lidl and Bruggeman.

Some of the ‘masters’ of ceremony. From left to right: Benjamin Van Wesemael, Vincent Pirard, Gaëlle Six, Margaux Maeterlinck, Niels Delahoutre and Najwa Abid.

Jimmy Vanhove was at the inception of Future Scope three years ago: “Our idea was to spark a debate bringing together people from three of the most influential sectors in society: politics, education and business. We were ambitious from the start: we had representatives from Didier Reynders and Kris Peeters; from the world of business we had Peter Vanden Houte (ING), Stijn Vander Plaetse (Belgacom) and Johan Kestens (A.T. Kearney). Bart Van Looy and Reinhelde Veugelers, both professors at KU Leuven, were our academic panellists.”

The results were impressive. “We did lots of publicity in the city and on campus. Of course, we also had a Facebook page, and created posters and a leaflet. A core group of five of us organised and led the initiative, but eventually the whole class was involved on the night. Open to students and nonstudents, the event was held in an auditorium in Leuven and attracted more than 400 people.”

Generation Y in 2013 The 2013 topic is Generation Y, a generation that has opportunities and means the world could only dream of 50 years ago. Information is now more widespread, global communication is accessible to everyone, and opportunities (business and otherwise) are everywhere. They are the first generation in a truly global world in which distances and different languages are no longer an obstacle.

It’s nice for parents to see where their son or daughter is studying.

Several notable companies are committed to Future Scope 2013, giving our students an additional opportunity to ask a potential future employer what they expect from Generation Y. www.futurescope.be

An overview of all the current student events can be found at www.vlerick.com > our community > students

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BEYONDERSHIP AWARD

EXCEPTIONAL LEADERSHIP REWARDED

Name Kurt Melens Position General Manager NTGent Project Preparing for Black Swan Events in the Cultural Profit – winner

At Vlerick, we aim to develop leaders who go beyond the average and we provide you with the tools to become just that: true Beyonders. The vMA-Vlerick Beyondership Award is granted to the Executive MBA student who best integrates aspects of exceptional leadership into his or her in-company project. The three nominees for the 2012 award comment on their projects and share their views on leadership.

“IT’S ALL ABOUT KNOWING HOW TO STRIKE THE RIGHT CHORD TO COACH PEOPLE INTO CHANGE” PREPARE FOR THE UNPREDICTABLE NTGent is Ghent’s publicly funded city theatre. And black swans are unpredictable high-impact factors or events. The metaphoric title sums up exactly what Kurt’s project set out to achieve: “Find ways to reduce the potentially negative impact of factors and events beyond the organisation’s control, such as the level of government funding, the European economic crisis or the success of our productions.”

So Kurt identified strategic breakthroughs to improve the theatre company’s business

model. “I advised implementing price differentiation to raise revenues, making strategic use of IT and introducing formal portfolio management procedures and intelligent supply management to reduce operating costs and improve efficiency.

Quite revolutionary measures for a cultural organisation really.” But he also recognised that the success of these measures hinged on leadership and organisational culture.

“Like most theatre companies we have a dual leadership model with an artistic director and a general manager. It’s always a balancing act trying to reconcile seemingly conflicting

artistic, social and financial interests. It’s absolutely crucial that we adopt a truly joint leadership to bring about the required organisational and cultural changes.”

Kurt believes a common misconception is that as long as someone is assigned the leadership role, the rest will follow. What, then, does it take to be a good leader?

“Empathy and excellent communication skills are vital characteristics, especially in the world of theatre. You’re mostly dealing with quite sensitive people. It’s all about knowing how to strike the right chord to coach people into change.”

How to be a Beyonder Exceptional leaders have the courage to go against the tide.

If a leader wants to make a difference, then he or she should leave the beaten track and colour outside the lines if it’s for the better. Beyonders and beyondership are terms coined by professors David Venter and Herman Van den Broeck to describe exceptional leaders and their leadership style. In their book “Beyonders – Transcending average leadership”, they explain how exceptional leadership is about the fundamental attitude of leaders towards their business and the people around them. Whether you’re a leader or being led, if you have the performance of your organisation at heart, then this inspiring book is a must-read.

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Herman Van den Broeck +32 9 210 97 60 herman.vandenbroeck@vlerick.com David Venter +32 16 24 88 64 david.venter@vlerick.com

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“HAVE THE COURAGE TO PURSUE YOUR OWN WAY, CONSISTENT WITH YOUR VALUES” TURN THE PROBLEM ON ITS HEAD When the successful partnership between the Hong Kong office of the NGO Earthwatch and HSBC came to an end, Earthwatch* had to build new corporate partnerships to sustain its growth. Usually companies will select the NGOs they want to support. But Claudia turned things around. “What if NGOs were to select their corporate partners?”

She based her project on the hypothesis that a successful partnership requires a sufficient fit between both parties: the company and the NGO. For one thing, the company needs to demonstrate certain characteristics, e.g. a commitment to sustainability. But also the NGO needs to assess how it can create value for the company. By analysing companies from three sectors (IT, Finance, Food & Beverage) and by looking at the competitive landscape for each, Claudia narrowed down

the pool of potential partners. The last step in the selection process was a “customer evaluation tool” she developed, making it possible to evaluate specific companies and recommend possible levels of partnership according to their profile.

The most important lesson learned? “You can’t do it all on your own! I needed to involve many people, especially since I was doing something that hadn’t been done before. If you’re not sure how to go about something, ask others. People can often help you in a way you’d never have imagined.

Just make sure you don’t forget to give them feedback on the outcome. A thank-you note with a copy of your report, for example.”

For Claudia that’s also what leadership is about. “It’s about taking initiative and trying something new, but also opening up and connecting with others.” Is it enough

HOW TO AVOID THE DRAWER The network service provider (NSP) industry is highly dynamic and volatile, with rapidly changing technology and new players constantly entering the market.

Danny investigated how Technicolor, a leading supplier of digital content delivery services and home access devices, should innovate its business model in order to avoid the commodity trap. He proposed a range of new business models, each requiring varying degrees of change, as well as recommendations for their implementation.

Name Danny Vossen Position Strategic Marketing Manager at Technicolor Project Business Model Innovation in the NSP Value Chain – nominee

Name Claudia Kipka Position Regional Manager for South America at EABIS Project Sustaining growth.

Suggestions for the corporate development of an international NGO – nominee to be a good leader? “I’d add integrity.

Don’t pretend to be something you’re not and behave consistently with your values.

A good leader has to have the courage to pursue his or her own way, and be prepared not to be liked by everyone.” *At the time of her in-company project, Claudia was External Affairs Manager at EABIS. She came into contact with Earthwatch via conferences and papers.

“GOOD LEADERS ARE TRULY AUTHENTIC” the organisation just yet. That’s why, early on in the project, I contacted people from the operational levels, asking for feedback on some rough ideas, to test the water, as it were.

After all, any change would first and foremost have an impact on their way of working.”

Does he have a role model? “Not really…

I believe good leaders are truly authentic.

And that’s also what I aspire to be.”

For Danny, good leaders don’t rely on their position to impose their ideas; instead they show empathy, inspiring and motivating people to share their vision and act on their ideas – principles he also tries to put into practice himself. “When I started my project I’d only just joined the company. So naturally I came up against some scepticism.

As I didn’t want my report to end up in a drawer, the biggest challenge was to gain credibility and get input and buy-in from the rest of the business.”

Good leaders don’t limit their input to that of their superiors. “Take a 360-degree view.

You’ll often come across useful ideas that may not have found their way to the top of

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MAKING THE LEAP FROM HEALTHCARE TO INTERNATIONAL PHARMACEUTICALS

“LEARN, DEVELOP AND MOVE ON” When Micheline Wille told her boss she wanted to quit, he was shocked and warned her that she was about to make the biggest mistake of her life. How wrong he was!

In 2004, Micheline had been working as an anaesthetist for four years. She was also responsible for the operational management of the anaesthesia team in the day clinic of Gasthuisberg University Hospital in Leuven.

As a medical student she’d chosen anaesthetics because it offered an interesting combination of anatomy, physiology and pharmacology, and called for both technical and soft skills. But as time went on, she felt something was missing. “I used to work from seven in the morning until seven at night. I’d put on my green surgical scrubs, go into the operating theatre, which had no windows, and spend the day without knowing what the weather was like. I felt completely isolated, cut off from the outside world - in more ways than one. And suddenly I wondered whether it was going to be like this for the rest of my life.” When this thought struck her, Micheline realised it was time for a change.

THE BIGGER PICTURE Not one for half measures, she decided to leave the hospital world behind and started working in the medical department of pharmaceutical company AstraZeneca.

“It wasn’t just about being cut off from the real world,” she recalls. “Specialist physicians are trained to be specialists. But there’s so much more to healthcare than what we doctors do.

As fascinated as I am by the scientific side of medicine, I’m equally interested in the broader context. How are reimbursement policies determined? How can we keep healthcare affordable? Or ethical issues, such as why do we have access to healthcare, while people in other parts of the world are deprived of the most basic medical care?”

Today Micheline has found the perfect combination in her job as Global Medical Lead MPS, a Senior Medical Director role within Shire’s Human Genetic Therapies division in Nyon, Switzerland. Within the Global Medical Affairs Group, which is part of R&D, she’s responsible for developing and implementing the medical strategy for a specific line of products to treat rare genetic disorders. She manages a team of medical directors spread across the world to ensure strategic alignment, as well as representing the Global Medical Affairs Group in different cross-functional teams. In addition, she’s closely involved in the roll-out of Shire’s charitable access programmes.

FILLING IN THE BLANKS Her MBA was an essential prerequisite to be considered for her current job, but that wasn’t why she decided to embark on an executive MBA at Vlerick in 2008. “I did an MBA out of personal interest and because I could combine it with my job. At the time I was working at TiGenix, a biopharmaceutical company near Leuven, and the Vlerick campus was relatively close by.”

So, what has the MBA done for her? “I’ve learned a lot. I’ve often thought ‘I wish I’d known all this when I was head of the anaesthesia team at Gasthuisberg’. I’m pretty sure I’d have dealt with things differently. As a doctor you have little or no notion of the financial and practical aspects of running an organisation. I didn’t know anything about budgeting or how to manage and motivate teams, the impact of production and logistics, not to mention strategy development.”

She laughs as she recalls: “Back then the management accounting exam was a real headache, but at least I now feel a little more confident when I have to comment on accounting documents.”

Take your pick Want to earn a top-ranked MBA without having to put your career on hold? We offer three different formats. There’s bound to be one that suits your schedule: • Leuven: three-weekly classes on Saturdays and Sundays • Ghent: three-weekly classes on Fridays and Saturdays • Brussels: weekly classes on Monday and Tuesday evenings www.vlerick.com (Executive MBA) http://www.vlerick.com/en/programmes/mba-programmes/ Executive-MBA-Belgium

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Micheline feels the MBA helps you to think outside the box, not least because all the participants had different backgrounds.

“I sometimes catch myself thinking about examples from the automotive industry when reflecting on one of my projects.”

Doing an MBA has also boosted her confidence: “It provides you with a solid background and makes it much easier to try and do new things. Having invested two years of study, surely you can’t hide behind the excuse that you don’t know anything about it.”

NO BORDERS For Micheline, however, change has never been an obstacle. Saying goodbye to anaesthetics has arguably been the biggest change in her life. “My decision didn’t exactly meet with the approval of my boss. But here we are, nine years later and I’m enjoying every minute. Over the years I’ve learned so much, which has always been my driving force really – to learn, develop and move on.”

She points out that it’s not about change for the sake of it. “But if the opportunity serves a purpose and fits in with my personal life, then I’ll grab it with both hands!” Her current job at Shire is a good example. “I’ve always been open to working abroad. After all, the world doesn’t end at the border. Disease and healthcare are global issues. This job is a unique opportunity and my partner supports my choice. He’s an orthopaedic surgeon with a practice in Belgium, which means that we only see each other at weekends. It’s not an ideal situation, but we’re both comfortable with it. Otherwise I wouldn’t have accepted this post.”

KEEP YOUR COOL The combination of a medical degree and an MBA is quite unusual and it’s opened more doors than Micheline ever thought possible.

And her medical training and experience aren’t lost after all. Not only can she tap into real-life patient experience, years of working in operating theatres has also helped her to stay calm and focused in even the most stressful situations. “People sometimes mistake this for a lack of a sense of urgency.

But it’s my experience that if you keep calm, you’ll get better results, faster.”

“AS FASCINATED AS I AM BY THE SCIENTIFIC SIDE OF MEDICINE, I’M EQUALLY INTERESTED IN THE BROADER CONTEXT” Micheline Wille, Senior Medical Director at Shire HGT

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MBA-FSI programme goes paperless

pinch, swipe, Tap! No more carrying heavy books and piles of paper! The MBAFSI programme is a pilot for paperless teaching. Eliminating paper also means we don’t have to transport it, so we reduce our carbon footprint, too. On their first day, our students received a pre-configured iPad with applications to easily access all their course materials.

The proof of the pudding is in the eating, so we asked three of them for their first impressions. And they waxed lyrical. They’re unanimous on many things. The iPad allows you to travel light and with the modules taking place around the globe, this is an advantage not to be sniffed at. They absolutely love the easy sharing of information and the fact that all their materials, case studies, presentations and course notes are centralised in one place.

Having just finished the first module, they’re already looking forward to the next one, when they’ll be using truly interactive apps as well. So far they really can’t see any negatives – except perhaps that they mustn’t forget to pack their chargers!

“ Better learning experience” “I hadn’t used an iPad before, so it was all new to me and I was a bit apprehensive. But it’s so intuitive that I hardly needed any training and now I use it for everything! Internet access in class is great for background information, if you want to look up a word in an online dictionary or go to the website of one of the companies we’re discussing. The iPad isn’t just replacing the paperwork; it really enhances our learning experience!”

“Although I wasn’t new to the iPad, I was a bit sceptical about using it to take notes. I needn’t have worried. One of our classmates pointed us to a marvellous app. I’m completely won over now! It gives an almost paperlike experience, although I must confess that I printed out all the documents for the first module and brought along my good old paper notebook. But I promise I won’t do it for the second module!”

Sylvia Braun, Senior Project Manager at SIX

Bart Leeman, Manager Contact Center Bank Products at AXA Bank Europe

On their first day, our MBA-FSI students received a pre-configured iPad.

“A time-saver” MBA-FSI Our Executive MBA for the finance and insurance industry consists of six modules of 2 weeks each, spread over 18 months. This allows you to combine the MBA study with your job. Through case studies, business simulations, guest speakers and company visits, MBAFSI combines management insights with hands-on business experience.

Jonathan De Grande +32 9 210 97 44 jonathan.degrande@vlerick.com www.mba-fsi.com

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“ Almost paper-like”

“I’d used the iPad before, but just to go on the internet. So this was an opportunity to improve how I use it. And I like it a lot! It’s smaller and lighter than a laptop and much more flexible. You can use your fingertips, but also a pen or a keyboard. I like to write and with the iPad it’s so easy that I now take it to all my meetings. I no longer have to retype my notes afterwards because I have them in digital format straight away. Now that’s a time-saver!”

Matheus Coscelli Chammas, Insurance and Risk Manager at Odebrecht

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MBA-FSI

A HUNGER FOR LEARNING Hans De Cuyper (MBA-FSI, 2004) is one of the few, if not the only foreigner at the top of a government-linked Malaysian company. During the Beijing module of this year’s MBA-FSI he’ll be giving a lecture about the different aspects of setting up cross-cultural partnerships.

More than lecturing, he’ll be sharing first-hand experiences.

UPPING STICKS Well-settled with his wife and two young sons, Hans wasn’t really looking for an international career. But while the MBA-FSI initially satisfied his hunger for learning, it also whetted his appetite for more.

So, when Fortis approached him in 2004 to set up the regional office for insurance management in Asia, he took on the challenge. “I went to Hong Kong, was charmed by the city, and one thing led to another.”

Hans and his family left Hong Kong in 2007 and they’ve been living in Kuala Lumpur ever since. How does he compare doing business in Belgium to doing business in Malaysia? “Back in Belgium I used to have a rather forthcoming management style. In meetings I’d outline the issue, suggest a possible solution and then we’d discuss it. As a result, our decision would be based on a much broader perspective.

When I tried the same approach here, people would just listen and start executing. In the beginning we had to reconsider certain decisions, simply because we’d overlooked some important facts.”

EASY DOES IT So how has he dealt with it? “I’ve had to learn to curb my enthusiasm and encourage others to give their opinion before making any suggestions. It’s a matter of culture. Malays have huge respect for hierarchy.” Over the years, however, he’s noticed a change in his team. “There’s much more interaction during meetings now. It seems I’ve managed to infuse this organisation with some aspects of our business culture.”

According to Flanders Investment & Trade, Flemish people are renowned for their multilingualism, productivity, loyalty and crossborder flexibility. Hans agrees. “I’d also add that we usually have a healthy dose of modesty. Expats who think they can just copy what they do back home are bound to fail. It’s about finding ways to adapt what you know works best in such a way that it works here as well.

You shouldn’t be the one in the spotlight. You should make sure others, your hosts, can take centre stage.”

COMBAT SORT-SIGHTEDNESS Has his MBA helped him in managing across different cultures? “It’s certainly given me a larger toolbox. And what’s more, it’s helped combat short-sightedness. After ten years in the same market you take certain things for granted that may not be so self-evident in another context. That’s also why once every two years I take the time to attend sessions or workshops on topical management issues.”

Who is Hans De Cuyper?

Hans is CEO of Maybank Ageas Holdings Bhd, which is active in insurance and takaful – Shariacompliant insurance. He also sits on the executive committee of Maybank, Malaysia’s leading bank and controlling shareholder of Maybank Ageas Holdings Bhd, a joint venture between Maybank and Ageas.

“EXPATS WHO THINK THEY CAN JUST COPY WHAT THEY DO BACK HOME ARE BOUND TO FAIL” Hans De Cuyper, CEO at Maybank Ageas Holdings Bhd and Executive Director at Maybank

Read more This article is a much-abridged version of a longer one. What makes Hans tick? What about his addiction to change? Read all about it in the tablet version of this magazine.

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GIVING SOMETHING BACK

WASHING HANDS, SAVING LIVES Did you realise that washing with soap can save lives? Yet in Asia alone, hotels throw away millions of bars of soap every day. Why not recycle them? That’s exactly what Soap Cycling does. And four of our students deserve some of the credit.

WHY SOAP IS IMPORTANT You might think that HIV/AIDS, malaria and tuberculosis are the main causes of death in children under five years old. But they’re not. Pneumonia and diarrhoeal diseases are responsible for one-third of the mortality rate, killing more children each year than HIV/ AIDS, malaria and tuberculosis combined.

Yet studies have shown that these deaths are relatively easy to prevent or reduce by people washing their hands with soap. If only people could get hold of soap in the first place.

Sergio Pinzón, Cátia Candeias, Ana-Maria Manole and Juan Fernando Ramírez: “Projects like these show that there’s a win-win opportunity to collaborate. Business people learn to look at an organisation beyond the numbers, while NGOs learn how to achieve their goals more effectively.”

“Your students were absolutely wonderful! They contributed significant value to both the project and the organisation, and helped me to really push things beyond anything I could have done on my own” David Bishop, Lecturer at the University of Hong Kong and Founder and Chairman of Soap Cycling

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REDUCE, REUSE AND RECYCLE David Bishop is a lecturer at the University of Hong Kong. Driven by the desire to reduce the number of deaths resulting from poor sanitation, he decided to create an organisation that would, as he said, “put the soap in the hands of Asian underprivileged communities”. In 2012 he founded Soap Cycling. Its operating model is beautiful in its simplicity: slightly used bars of soap are collected from partner hotels and are sanitised and recycled into new bars; these are then distributed to those who need them.

THE CHALLENGES Soap Cycling was the first organisation of its kind in Asia. And although it was set up as a not-for-profit organisation, David wasn’t going to rely on sending out letters to obtain the occasional funding required. He realised that his venture, like any other, needed a robust strategy for it to be viable and sustainable.

“But we didn’t have time to think through all this on our own, as we were trying to get the ball rolling,” he recalls. And this is where our full-time MBA students came in. For

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Cátia, Ana-Maria, Sergio and Juan Fernando, Soap Cycling was going to be their Giving Something Back project.

Their biggest challenge? They only had six weeks and wanted to do a lot in that short time. The initial scope was limited, but they got so caught up in the project that they spent the summer not only designing the operational structure and defining the roles of the key positions, but also tackling production, logistics, HR policies, marketing and communication, and finance.

The narrow time frame was not the only challenge. “Soap Cycling is to be run by volunteer students and that’s a challenge in itself. University students here don’t have work experience like they may have in the US or Europe,” David explains. “You see, Soap Cycling was envisioned first and foremost as an educational platform for university students in Hong Kong. But no one has ever done anything quite like this here, so it took

the collective work and knowledge of the Vlerick students to think through how our students would operate, what roles they would play, how we could quantify or grade their performance, how we could lessen the loss of information when students move on, etc.”

THE RESULTS Today Soap Cycling is indeed operated largely through student volunteers from the University of Hong Kong. More than 60 hotels in the Hong Kong area have asked to join the initiative, and more are expected to follow. The organisation contributes to reducing child mortality rates by improving sanitation and hygiene in underprivileged areas, not only through the distribution of soap, but also by educating children about the importance of hygiene, the dangers of germs, and proper hand-washing techniques. The initiative is also good for the environment. By recycling soap, Soap Cycling avoids tons of chemical waste

DOSSIER

that would otherwise end up in landfills.

And what’s more, Soap Cycling provides students with a great platform to gain hands-on experience in managing and operating an organisation.

CLOSING THE CIRCLE David is extremely satisfied with what our students were able to achieve in such a short time: “They helped us leapfrog years of trial and error, and move closer towards our ultimate goal of having a hands-on, student-run not-for-profit company in Asia. Basically, they helped design the path to allow our fledgling charity to go from a very small organisation to a sophisticated company with an organised and effective student volunteer base.”

With this project, our students have made a contribution to the Hong Kong community that will, in turn, enable other students to make theirs. And so the circle is closed.

These also made a difference During the summer break all full-time MBA students undertake Giving Something Back projects at NGOs, not-for-profit organisations or social enterprises. The emphasis is on bringing managerial know-how to these organisations. In general, the students don’t receive any financial support, so it’s an opportunity for them to use their skills for the benefit of society. Here are only some of the projects undertaken during the summer of 2012. However, they illustrate the diversity in scope and location.

India A short to midterm strategic plan for Operation Shanti www.operation-shanti.org Portugal Rehabilitation plan of support centres in Lisbon www.ami.org.pt Romania Leading HRM practices within member organization of international pediatrics initiative www.bipai.org/romania Zambia Value-chain analysis and market assessment for an agribusiness organisation www.asnapp.org.za Peru A training programme for local entrepreneurs to create a sustainable business, and a strategy to bring Cajamarcan jewellery to international markets www.losandes.org.pe

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8 FACTS & FIGURES

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BIMBA BUILDS BRIDGES BETWEEN CHINA AND OTHER CULTURES

“ACT GLOBAL, THINK LOCAL” Brought up in an international environment, Andrea Chen is at home in both the US and Asia.

Having worked in the States, it seemed logical for her to take her career further by working and then studying for an MBA… in China. The BiMBA programme gave her just the right opportunity.

INTERNATIONAL MINDSET “To paraphrase from one of my lectures in Global Leadership,” says Andrea, “it takes a truly international mindset, both culturally and intellectually, to understand how to become one of tomorrow’s global leaders

today. In the US, you’re encouraged to do an MBA if you want to secure a managerial position. I was up for the challenge and, for me, China’s dynamic emerging market was the right place for furthering my crosscultural knowledge.”

TIME TO REFLECT “During an MBA you get the chance to work out who you are and where you want to go.

Most of us employed in a corporate setting want to stick to a certain game plan to climb the corporate ladder, but if you can see things from a different perspective, you can step out of the security of your current situation and embrace more opportunities. For me, BiMBA was a period of reflection and self-assessment; it helped me develop my international mindset with a focus on the China market, and gave me a change of course.

“Doing an MBA gives you enough exposure to each field to develop a holistic understanding of how businesses work. It means you can operate at a level at which you examine an issue, consider possibilities and act on your decisions. And that’s what I now do in my work as a corporate and marketing strategy consultant.”

MBA INSPIRES CONSTRUCTION CONSULTING VENTURE

“BELIEVE IN YOURSELF” Take a proven business model, adapt it for a market in which there are few or no competitors and start your own business. It may sound straightforward, but Sergey Kaparis knows what the catch can be. Four years on, he looks back on an intense but rewarding period in which he and his business partner have not only built up a successful construction consulting company, but also created a market.

Move out of your comfort zone Take your career to the next level and expand your network with a Vlerick MBA in St Petersburg. Earn your MBA in 20 months while working full-time.

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ENTREPRENEURSHIP IN PRACTICE During the Entrepreneurship module given by Hans Crijns, Sergey and his MBA team partner Evgeny Bogdanov came up with the idea of a consultancy for the construction industry. The task during the module was to develop a business plan for an entrepreneurial idea. At the time, Evgeny was facing problems with the construction of his holiday home. Countless delays in the building process were being caused by a lack of planning, unexpected problems and changes to the building design.

Solutions that seemed logical turned out to be unfeasible and it was costly to comply with regulations and get changes accepted.

“In the end, we didn’t use the idea for our MBA business plan, but we did develop it further and launched the business soon after graduation. We already had a fairly good network of Finnish construction experts and we went through an intense

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SAFE ENVIRONMENT “One of the advantages of BiMBA is that you are given a safe environment to practice in, to make mistakes in. You get immediate feedback, but you have to be willing to actually make mistakes and learn from them. You need to be openminded and prepared to change in order to get the most out of the MBA and attain success. At Vlerick there’s an emphasis on embracing change, and it’s true that opportunities come to those who are open to them. Before the MBA I had no idea I was going to go into the field I’m in now.

“I think I had a fairly strict career plan before BiMBA, but my mindset has altered a little. There are so many opportunities to change and grow. I know I want to make more of a contribution to society and use my strengths to make an impact, and I’m definitely committed to China: I speak the language, understand the culture and can act as a bridge between China and other communities.

I have experience I can build on by understanding the local environment but acting globally.”

period of learning everything we could about the building process and construction regulations in Russia.”

ACCELERATED LEARNING CURVE “I’d long wanted to set up a business of my own but I had no idea what it would entail.

A friend inspired me to do the MBA at Vlerick and it ended up opening up a whole new world to me. It changed my behaviour and my environment, and took me out of software programming and into a completely unfamiliar field. It gave me insight into how to invest, how to manage and how to develop a business. You can learn on the job, but the MBA at Vlerick covers more areas, shows how they interlock and creates an accelerated learning curve. It made me understand that you have to really believe in yourself as an entrepreneur and keep trying - looking, listening and scouting the market for information to take you forward.”

NEW BUSINESS MODEL “We adapted our business model after the first year. It had got us into a network of senior

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DOSSIER

“BIMBA WAS A PERIOD OF REFLECTION AND SELF-ASSESSMENT; IT HELPED ME DEVELOP MY INTERNATIONAL MINDSET WITH A FOCUS ON THE CHINA MARKET” Andrea Chen, senior consultant at Monitor Deloitte

“An MBA with a heart” BiMBA is set up in collaboration with Peking University. You can choose between a 16-month full-time and a two-year part-time MBA programme.

BiMBA has been ranked Number 1 in China by Fortune (China) and Forbes (China) for years, and BusinessWeek has described it as “an MBA with a heart”. http://en.bimba.edu.cn

“WE DRAW ON OVERSEAS EXPERTISE AND MODERN TECHNOLOGY TO CHANGE TRADITIONAL RUSSIAN BUILDING PROCESSES” Sergey Kaparis, project manager at Rumpu managers and construction companies and they liked the ideas we were presenting – we were creating a market for modern technology and project planning. But now we not only advise on how a building can be optimised, we also design the building right from the start, applying more efficient design approaches for better return on investment. We draw on overseas expertise and modern technology to change traditional Russian building processes, so that they’re more effective.”

Anastasia Korshunova +7 921 938 99 23 anastasia.korshunova@vlerick.ru

VLERICK REFLECT / FEBRUARY 2013 / 29

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8 FACTS & FIGURES

10 MASTERS STORIES

WE’RE HERE FOR YOU, ALL THE WAY

1

2

OVERVIEW PROGRAMMES

ADMISSIONS

WHAT DO YOU WANT TO LEARN?

HOW DO YOU GET IN?

Visit www.vlerick.com/en/programmes and take your pick.

Fancy doing a Masters or an MBA? The admission procedure is just as simple for both. Here’s how it works in three easy steps:

Need help? Our programme finder is a step-by-step guide to choosing the programme that best fits your needs.

STEP 1 CHECK YOUR ELIGIBILITY Learn more about the admission requirements in the programmes section of www.vlerick.com or send your CV to admissions@vlerick.com.

STEP 2 APPLY ONLINE at http://apply.vlerick.com STEP 3 : GO THROUGH THE ADMISSION TEST PROCEDURE Where?

- Our campuses in Leuven, Ghent or Brussels - One of the test locations worldwide - Remotely

Barbara Kowatsch, Innovation Policy Officer at the European Commission, passed the MBA admission tests in December 2012 “When you’re working in a fast-paced business environment you just can’t afford to spend precious time on a long admission procedure. So I really appreciated how Vlerick stripped it down to the essence! The computerbased tests make very effective use of your time and the interview was short and to the point.”

What kind of test?

- Vlerick verbal (for MBA only) and analytical test taken either on campus or on location, or GMAT and English proficiency exam taken at an external test centre - Admission interview: Why do you want to study with us? Do you have what it takes? Convince a dedicated panel of faculty, staff and alumni!

- Face-to-face or by telephone/videoconference - Duration: half an hour DIDN’T MAKE IT? Don’t worry, you get a second chance! And you’ll only need to retake the parts you failed.

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When?

- On campus: monthly intakes - On location: regularly, check our webpage about interviews & testing - Remotely: on a rolling basis You get your own personal time slot for the test and/or interview.

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In a nutshell, here’s what we can do for you

3 CAREER SERVICES & ALUMNI

ONCE YOU’RE IN, WE’LL HELP YOU OUT How about targeted training and coaching to enhance your employability and help you make the most of your degree?

For Masters students, a two-day career seminar organised at the start of the academic year is part of your curriculum. Through a mixture of lectures, exercises, coaching, assessments, mock interviews and exchange sessions with alumni, we help you identify which jobs and sectors interest you while sharpening up your job-search and interview skills. As an MBA student you embark on a full-year career coaching programme to help you leverage your strengths and translate the skills you’ve acquired in previous jobs into a new skill-set to offer the market.

DOSSIER

» Career development: two-day career

seminar for Masters students and oneday career coaching session for MBA students based on the Career Focus Tool, optional workshops on CV and cover letter writing, salary negotiation, work permits, LinkedIn and other social media, mentoring and coaching sessions for MBA students.

» Link to the corporate world: Meet the

Corporates (for Corporate Partners, September), Finance & Consulting Career Fair (October), General Career Fair (February), MBA Recruitment Day (June), company presentations.

» Networking: formal and informal events, such as alumni events, panels of experts from different companies discussing topical issues, etc.

» In-company projects: eight-week

project for Masters and MBA students.

» Online Recruitment Platform: you can post your CV and consult vacancies; companies can post jobs and identify potential candidates.

» Online resources for international recruitment.

» Ad hoc support: CV and cover letter

writing, job search, sounding board, etc.

The basis for this career development support is our Career Focus Tool, which our Centre for Excellence in Career Management developed to facilitate career self-management. What do I want? What are my strengths?

What about my network? A series of questionnaires and exercises guide you to answer these questions.

Contact Masters students Joke De Leeuw +32 9 210 9708 joke.deleeuw@vlerick.com

And then, of course, you can use your in-company project to put into practice what you’ve learned. It’s also a great opportunity to impress a potential future employer.

Contact MBA students Laura Rampelberg laura.rampelberg@vlerick.com +32 16 24 88 52

But there’s more! We also offer extra-curricular career support. Our Career Services Advisers are keen to help you in any way they can. They’re also the point of contact for companies targeting you as a potential hire. By acting as a bridge between these companies and you, they ensure maximum exposure to you both. Who knows, there could be a match!

Contact alumni Martine Dykmans +32 9 210 98 17 martine.dykmans@staff.vlerickalumni.com

The alumni sections organise networking events throughout the year, outside class hours. The format can be anything from speed dating to a pitch exercise or a presentation by one of our alumni. As a Masters student you’ll learn to build a personal network, with the alumni network offering you a kickstart. Are you an MBA student? Your alumni section, together with Career Services, organises several mentoring and coaching sessions to help further boost your employability.

VLERICK REFLECT / FEBRUARY 2013 / 31

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